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  Knowledge in the enterprise (2)
How to use conceptual knowledge bases at work

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Project groups using knowledge bases as the basis of knowledge collaboration,
and knowledge construction
, become more compact and socialize their ideas more rapidly already since the first meeting.

Using knowledge bases helps development groups of products and services in handling hundreds  of ideas in brief,  grouping them in a small number of conceptual directions and to launch initiatives of new products and services.

Mappe concettuali nell'impresa
This thinking and communication tool has the capacities:  

of saving an enormous amount of time,

of involving a deeper level of intellect more rapidly,

of unifying and compacting groups toward problem solving,

of leading to the true intellectual authority, so transient (as knowledge workers know well).


Conscenza nell'impresa

At the end, the results achieved in group are always greater than the sum of the possible individual results, inasmuch as they are the result of  knowledge integration with the suitable tool.

As an outcome of the cognitive activity through knowledge management methods and strategies, employees find themselves:

Involved by their understanding and attitude regarding the strategic change initiative or activity change of the enterprise.

Ready to reanalyze and understand data fundamental to any need for change.

Trying to understand and collaborate with the others in the group creating new knowledge about clients, concurrent, and about whatever change is necessary  to achieve success.

Able to draw conclusions regarding the company. These conclusions are shared by everyone in the organization, from the president to the first line employee.

Able to determine its role in the company's functional diagram and they'll find out immediately what is necessary to do to achieve success for themselves and for the company.

Creating and querying a Knowledge Master knowledge base is very simple: just follow KM to create and organize ideas and knowledge. What could be more difficult is to succeed in  engaging the cognitive abilities of participants in the cognitive process. And not because there could be something difficult to understand, but because it rather seems too simple. Many, when at first approaching the knowledge bases. ask themselves: "How can a so simple instrument bring results so sensational to creative thinking?" Try to believe…

Example of using Knowledge Master

A very simple method is to have the concepts written down  directly, those that are considered necessary. When someone suggests an idea to be included in the map, this new one finds its place, does not fall down or get dissolved as in a group discussion, doesn't even get misunderstood among other proposals. Instead, every concept or idea find its place in the KB. All team members build a map that  reflects their collective understanding of the problem they face.

Constructing a map usually helps the team to acquire a greater understanding and identification of the problem. Elements are exposed in a hierarchical or reticular mode that shifts the attention to conceptual knowledge, not to specific knowledge.

It is possible to discover that the elements or possible solutions, are more than what everyone of the team members thought there could be. As a result, creating the map makes the team assume a  parallel processing mode that consents meaningful reduction of research time.

Once concepts are created and the necessary relationships created, the team might create new knowledge domains, also relevant to the problem. Knowledge may be added, connected, and the most important concepts details described. At this stage the map may be very big. In the end, an "administrator" ("knowledge worker", "knowledge engineer") might be necessary to engage in maintenance to render the map readable. There could even be hundreds of concepts in the map, interconnected.

Other teams could add their own maps to integrate their several areas and render it assessable to all how is knowledge structured. In territorially distributed organizations, this may be done electronically, with the maps already developed and rapidly distributed to all. Instead of simply listening to words, or seeing "talking heads" in a videoconference, shared knowledge  in maps consents the knowledge models development that generates immediate understanding, to which we can always refer, whenever necessary.

Consulting on Knowledge Management and Business Intelligence
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Knowledge in Business


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